????我們都愿意相信超級(jí)英雄神話,。對(duì)于企業(yè)領(lǐng)導(dǎo)者,，這意味著期待和責(zé)任。CEO們掌控著眾多資金,，我們給他們的薪水也足夠高,，我們像對(duì)待明星一樣捧著他們——而且也愿意相信，他們值得得到這樣的待遇,。

????德魯克管理學(xué)院（The Drucker Institute）的董事總經(jīng)理扎可里·弗斯特說(shuō),，企業(yè)界的“明星文化或許已經(jīng)達(dá)到了巔峰”。

????創(chuàng)造一位明星CEO需要數(shù)項(xiàng)因素,。首先,，高調(diào)的企業(yè)領(lǐng)導(dǎo)者往往都知長(zhǎng)袖善舞，很多人已習(xí)慣成為關(guān)注的焦點(diǎn),。其次,，員工、市場(chǎng)和媒體都希望看到強(qiáng)大的企業(yè)領(lǐng)導(dǎo)者,，有時(shí)候強(qiáng)大似乎就等于永不犯錯(cuò),。明星CEO本身對(duì)企業(yè)無(wú)害，雖然有時(shí)也可能是這樣,。比如,，J.C.Penney的CEO瑞恩·約翰森正在努力領(lǐng)導(dǎo)這家零售商擺脫困境，存亡一線幾乎不容有失,。能獲得這樣的重任,，部分原因正是因?yàn)樗趽?dān)任蘋(píng)果公司（Apple）零售業(yè)務(wù)高級(jí)副總裁期間的出色表現(xiàn)。

????少數(shù)公司已經(jīng)開(kāi)始嘗試降低對(duì)個(gè)別核心人物的依賴(lài),。經(jīng)營(yíng)高科技防水織物GORE-TEX的戈?duì)柟?W.L Gore and Associates）擁有被稱(chēng)為“扁平格子”的領(lǐng)導(dǎo)架構(gòu),。他們還為此創(chuàng)造了一整套語(yǔ)言：稱(chēng)老板為“倡議者”，不再有員工,，只有“伙伴”,。這家公司相信，一旦團(tuán)體組建起來(lái)完成特定任務(wù)時(shí),，領(lǐng)導(dǎo)者就會(huì)自然而然地顯現(xiàn)出來(lái)了,。

????但是，建立無(wú)等級(jí)架構(gòu)需要大量工作,，弗斯特表示,，即便是那些職能扁平化的公司也有創(chuàng)始人和CEO?！皡⒄丈缃坏燃?jí)制度,，如果最高位置空缺，會(huì)讓公司處于非常有壓力的境地,。我們希望知道有人在負(fù)責(zé),，有一個(gè)權(quán)威?！?/p>

????需要有一個(gè)群體,，才能讓這些權(quán)威人士成為明星。：“因?yàn)橹挥泻芏嗳诉x擇走進(jìn)來(lái),，坐下來(lái)聽(tīng)他們講,，他們才能成為明星?！?/p>

????明星效應(yīng)可能分散對(duì)良好領(lǐng)導(dǎo)力的關(guān)注,，但不一定是這樣。亞利桑那州立大學(xué)（Arizona State University）管理學(xué)教授戴維·沃德曼表示,，領(lǐng)導(dǎo)者可以既自戀,，又謙遜。他的研究顯示,，一些出色的企業(yè)領(lǐng)導(dǎo)者屬于“輕微的”自戀者,。“沒(méi)錯(cuò),，他們喜歡成為關(guān)注焦點(diǎn),，他們高度自負(fù)，有一點(diǎn)自大,。但他們也知道,，周?chē)娜艘仓档眯蕾p?！?/p>

????沃德曼第一次讀到邁克爾·麥克比2000年刊登在《哈佛商業(yè)評(píng)論》（Harvard Business Review）上有關(guān)自戀型領(lǐng)導(dǎo)的優(yōu)勢(shì)和劣勢(shì)文章時(shí)產(chǎn)生了這樣的想法,。“從整個(gè)歷史來(lái)看,，自戀者總是在激勵(lì)人們,，構(gòu)建未來(lái)，”麥克比在那篇文章中寫(xiě)道,。他認(rèn)為,，領(lǐng)導(dǎo)企業(yè)實(shí)現(xiàn)輝煌的是那些能認(rèn)識(shí)到自身不足的人。

????We want so badly to believe in superheroes. When it comes to business leaders, that can quickly turn into a liability. Many chief execs control so much money, and we pay them so handsomely, so we treat them -- and want to believe they deserve to be treated -- like stars.

????In business, "the culture of celebrity is maybe as strong as it's ever been," says Zachary First, managing director of The Drucker Institute.

????Several forces create a star CEO. For one, high-profile leaders tend to know how to work a room, and many may have learned to like the limelight. But also, employees, the market and the media want strong leaders, and sometimes strength becomes conflated with infallibility. Star CEOs are not inherently bad for business, though they can be. J.C. Penney (JCP) CEO Ron Johnson, for example, is dealing with a particularly tight margin of error at the struggling retailer partly because of his especially impressive performance as senior VP of retail operations at Apple (AAPL).

????A couple of organizations have tried to mitigate dependence on one central leader. W.L Gore and Associates, the company behind the high-tech, waterproof fabric GORE-TEX has what is called a "flat lattice" leadership scheme. They've created an entire language around this: they call bosses "sponsors," and have no employees, but "associates." The company holds that leaders will naturally emerge when groups form to accomplish certain tasks.

????But a non-hierarchical structure requires a tremendous amount of work, says First, and even functional flat companies have founders and CEOs. "To look up the social hierarchy and not see anyone at the top is an extremely stressful position for companies to be in. We want to know that somebody's in charge, that there is an authority."

????It takes a village to make those authorities stars. "They're only celebrities because a lot of people choose to go and sit in the audience to hear them," First says.

????Celebrity can become a crippling distraction from good leadership, but it doesn't have to play out that way. Leaders can be both self-obsessed and humble, claims David Waldman, a management professor at Arizona State University. His research suggests that some capable business leaders are what he calls "softer" narcissists. "Okay yeah, they like to be the subject of the limelight, they have high self-regard, and a degree of hubris. But they also recognize that other people around them deserve a lot of praise."

????It's an idea he first read about in Michael Maccoby's 2000?Harvard Business Review?article about the pros and cons of narcissistic leaders. "Throughout history, narcissists have always emerged to inspire people and to shape the future," Maccoby writes in the piece. The ones who lead companies to greatness, he suggests, are those who can recognize their own limitations.